Managing Performing Living

by Malik, Fredmund

• ISBN13: 9783593382784
• ISBN10: 3593382784
• Format: Hardcover
• Copyright: 2009-11-15
• Publisher: Campus Verlag Gmbh

Summary

Whether managements is considered to be a matter of opinion, a kind of ideology or a question of fashion - in Managing Performing Living managers will find everything they need to know to be successful in their organization.

Author Biography

Fredmund Malik is cofounder and chairman of Malik Management in St. Gallen, Switzerland.  

Table of Contents

Preface to the English Edition	p. 11
Foreword and Introduction	p. 15
Professionalism	p. 21
The Ideal Manager - the Wrong Question	p. 23
The Universal Genius	p. 23
The Effective Person	p. 25
No Common Ground	p. 26
Being or Doing	p. 27
Interviews Are Useless	p. 30
Professionalism Can Be Learnt	p. 31
Erroneous Theories and Misconceptions	p. 33
Erroneous Theories	p. 33
Misconceptions and Errors	p. 39
Management as a Profession	p. 46
Constitutional Thought	p. 46
Management as a Profession	p. 49
The Most Important Profession in a Modern Society	p. 51
A Mass Profession	p. 53
A Profession without Training	p. 55
Elements of the Management Profession	p. 58
The Principles of Effective Management	p. 63
Introduction	p. 65
Focusing on Results	p. 72
A Self-Evident Fact?	p. 73
Misconceptions	p. 74
And what about Those Who Cannot Accept This?	p. 76
Pleasure or Result?	p. 78
Contribution to the Whole	p. 84
Position or Contribution?	p. 85
Specialist or Generalist?	p. 87
Holistic Thinking	p. 88
Contribution and Motivation	p. 89
Contribution instead of Title	p. 91
The Consequence of Organization	p. 92
Concentration on a Few Things	p. 95
The Key to Results	p. 95
Rejection without Reason	p. 97
Examples of Application	p. 100
Utilizing Strengths	p. 106
Fixation on Weaknesses	p. 107
Making Strengths and Tasks Compatible	p. 108
Should Weakness Be Ignored?	p. 111
No Personality Reform	p. 112
Why Focus on Weaknesses?	p. 114
Learning from the Great	p. 115
How Are Strengths Recognized?	p. 117
Types of Weaknesses	p. 119
The Two Sources of Peak Performance	p. 121
Trust	p. 123
Robustness of the Management Situation	p. 124
How is Trust Created?	p. 125
Positive Thinking	p. 138
Opportunities instead of Problems	p. 138
From Motivation to Self-Motivation	p. 139
Inborn, Learnt, or Forced?	p. 141
Freedom from Dependence	p. 144
Doing Your Best	p. 146
Summary: Management Quality	p. 148
Tasks of Effective Management	p. 151
Preliminary Remarks	p. 153
Managing Objectives	p. 156
No Systems Bureaucracy	p. 157
Personal Annual Objectives	p. 158
The General Direction	p. 158
Basic Rules for Management by Objectives	p. 158
Organizing	p. 171
Warning against "Organizitis"	p. 171
There Is no such Thing as "Good" Organization	p. 172
The Three Basic Issues of Organizing	p. 173
Symptoms of Bad Organization	p. 175
Decision-making	p. 180
Misconceptions and Mistakes	p. 180
The Decision-Making Process	p. 188
Participation in the Decision-Making Process	p. 199
Supervising	p. 203
There Must Be Supervision.	p. 203
Trust as the Foundation	p. 205
How Do We Supervise?	p. 206
Measurement and Judgment	p. 213
Developing People	p. 217
People instead of Employees.	p. 218
Individuals instead of Abstractions	p. 218
Additional Aspects	p. 226
Synopsis: And what about all the other Tasks	p. 231
Tools of Effective Management	p. 241
Preliminary Remarks.	p. 243
Meetings	p. 246
Reduce the Number of Meetings	p. 246
Crucial for Success: Preparation and Follow-Up Work	p. 247
Chairing a Meeting Is Hard Work and Requires Discipline	p. 249
Types of Meetings	p. 249
Meetings Should not Degenerate into Social Occasions	p. 252
Types of Items on the Agenda	p. 252
No Item without Action	p. 254
Striving for Consensus	p. 255
Are Minutes Required?	p. 255
Meetings without an Agenda	p. 256
The Most Important Factor: Implementation and Ongoing Follow-Up	p. 257
Reports	p. 259
The Small Step to Effectiveness	p. 260
Clarity of Language	p. 263
Bad Practices, Unreasonable Demands, and Foolishness	p. 265
Job Design and Assignment Control	p. 268
Six Mistakes in Job Design	p. 268
Assignment Control	p. 272
Personal Working Methods	p. 283
Boring perhaps, but Extremely Important	p. 283
Fundamental Principles of Effective Working Methods	p. 285
Regular Review and Adaptation	p. 287
The Basic Areas	p. 290
The Budget and Budgeting	p. 300
One of the Best Instruments of Effective Management, if Properly Applied	p. 301
From Data to Information	p. 303
Special Tips	p. 306
Clear Documentation	p. 312
Performance Appraisal	p. 313
No Standard Criteria	p. 314
No Standard Profile	p. 316
A Better Method	p. 317
Where Is Standardization, Allied to Caution, Appropriate?	p. 318
How Do the Experts Do It?	p. 319
And what about Those Who Do not Want to Be Assessed?	p. 321
Systematic Waste Disposal	p. 323
Largely Unknown, but Important	p. 323
From the Concept to the Method	p. 324
Key to Wide-Ranging Consequences	p. 326
The Path to Personal Effectiveness	p. 328
What if We Cannot Eliminate	p. 329
A Tip in Conclusion	p. 329
Summary: Touchstone of Professionalism	p. 330
Postscript: From an Art to a Profession	p. 332
Appendix: Synopsis	p. 337
Literature	p. 340
Index	p. 343
Table of Contents provided by Ingram. All Rights Reserved.

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